12.15 My vision of the Organization 3.0


    So, new organizing is not a matter of replacing the old model with a new one. The reform mainly occurs from a vision on organizing. All in all, there was not that much vision for organization in the past: there was a structure for organizing, which was predominantly aimed at preservation. The vision of new organization is directed at breathing along with, moving along with, and experiencing. This does not fit in any model; it is a new structure. Every new structure will have the tendency for self-preservation. What I’m trying to say is that the new style organization, at its core, is led, managed, and guided by vision. Vision – to keep looking at developments and continuously adapt to them, including birth and death – will be the new management paradigm.

    Serendipity, the phenomenon of finding something unexpected and usable while looking for something completely different, enters the scene. Serendipity stimulates the transformation, and is the ultimate product/service of the Organization 3.0, and of your stakeholder. Make sure to be part of this serendipity generation process, because remember, your stakeholder will start to ignore you as he/she doesn’t need your organization to get what he/she wants…

    Stakeholders want to deal with meaningful organizations that are in balance with their environments. “Social enterprise” is a term we see popping up. A social enterprise is an organization that applies commercial strategies to maximize profit and enable the organization to improve in human and environmental well-being, rather than maximizing profits for external shareholders only. Social enterprises form a new economic sector within the Interdependent Economy: the 4th Sector (beside the traditional sectors of Government, Commercial, and Non-profit). 4th Sector organizations may be self-organized, non-formal swarms of people, or more structured, value-creating social network around an Organization 3.0.

    We see that many successful, new 3.0 companies, like Facebook, Twitter or LinkedIn in the end turn to the traditional stock market in order to get the resources needed for further growth. That is funny: a new initiative turns to old solutions, making these exciting companies turn into traditional, short-term thinking, shareholder/profit driven organizations, putting the community, which initially created the success, in second priority. So the real Society30 organization may be the one with a cooperative conversion commitment.

    The Spanish MONDRAGON Corporation is the embodiment of the co-operative movement that began in 1956, the year that witnessed the creation of the first industrial cooperative in Mondragón in the province of Gipuzkoa. Its business philosophy is contained in its corporate values:
    Cooperation, participation, social responsibility, and innovation.
    The corporation’s mission combines the core goals of a business organization competing in international markets with the use of democratic methods in its business organization, the creation of jobs, the human and professional development of its workers, and a pledge to develop with its social environment.

    Suddenly, boundless, experience, chaordic, and awesome have become qualities of the same phenomena – which, for recognition’s sake, I’ll continue to call “organization” – namely, a meaningful organization whose behavior adapts to circumstances, and whose leadership and vision have nearly become synonymous. Such a purely vision-driven organization – where, as it happens, semantics define the quality of (stakeholder) communication, and not the syntax – I would like to label as Organization 3.0.

    Within the vision-driven Organization 3.0, all the stakeholders are, in one way or the other, involved with and have a vested interest in the enterprise. This can be in the role of an employee, supplier, guest, customer, family member, or member of a social network in the broadest sense. The concept of the vision-driven organization has the mission statement as a benchmark for these stakeholders, and as a realization of the collective vision of all stakeholders on issues around the organization. We are not talking about that bit of obligatory text that is made up by a select group and then dished up. We are talking about a shared mission. With that, the mission automatically has a dynamic character, and every stakeholder can – or they should be able to – explain, in their own words, what their vision is on issues that touch the organization on their own personal level. The right mission statement also contains a vision on that entrepreneurship in itself, or what you are able to do with it while you work.

    In Brazil, the Semco group of companies also adopted a 4th Sector approach. From their website:

    "A company based on innovation, Semco Partner does not follow the standards of other companies with a predefined hierarchy and excessive formality. At Semco Partner, people work with substantial freedom, without formalities and with a lot of respect. Everybody is treated equally, from high-ranking executives to the lowest ranked employees. This means the work of each person is given its true importance and everybody is much happier at work."


    Please enter your comment!
    Please enter your name here

    This site uses Akismet to reduce spam. Learn how your comment data is processed.